Voice,power, and history: ensuring social justice for all stakeholders in water decision-making

Public participation in water decision-making is an accepted and expected practice. It is expected to lead to better decisions and ensure fairness by satisfying peoples' understanding of democracy and their “right” to participate in decisions that affect them. However, despite years of experience and “best practices”, governing bodies at all levels struggle to implement successful, genuine participation that leads to fair decisions. Ultimately, decision-making about natural resources such as water is a process that takes place in a wider power context where some groups have greater access to sources of power and entitlements. This research applies a “Social Justice Framework” (SJF) to examine the experiences of different stakeholder groups in making their voices heard during water reform processes in the Murray–Darling Basin in Australia. The experiences of croppers and graziers in two different floodplains show how historical advantages and disadvantages affect the power balance between different stakeholder groups and their ability to participate in and influence water decision-making. Applying the three components of the SJF, distributive, procedural and interactive justice, in water decision-making should lead to greater equity in distribution and underline the importance of good governance in decision-making processes.     

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.     

Are servant leaders appreciated? An investigation of how relational attributions influence employee feelings of gratitude and prosocial behaviors

Multisource data collected at three time phases were used in investigating when servant leadership elicits gratitude and then promotes prosocial behaviors. We tested a moderated mediation model, contending that relational attributions moderate the relationship between servant leadership and gratitude, and then gratitude sequentially predicts interpersonal citizenship behaviors and upward voice. As hypothesized, when employees do not highly rely on relational attributions for servant leadership, they feel more gratitude and subsequently engage in more interpersonal citizenship behaviors and upward voice than the employees who rely on relational attributions to explain their interactions with the leader. The sequential indirect effect from servant leadership to upward voice via gratitude and then interpersonal citizenship behaviors was significant when relational attributions are low rather than high.     

Transformational leadership and employee voice behavior: A Pygmalion mechanism

We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time‐lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

Employee silence motives: Investigation of dimensionality and development of measures

In four studies, I examine the motives for employee silence. In Study 1, I examine open‐ended survey responses to determine the nature and scope of silence motives. Study 2 develops measures of these motives and explores their factor structure. Study 3 refines the measures and provides confirmatory evidence of factor structure. Study 4 examines relationships between the new measures and related factors (employee voice, psychological safety, neuroticism, extraversion). Results indicate that six dimensions of silence motives (ineffectual, relational, defensive, diffident, disengaged, and deviant) emerged from the data, which can be reliably measured and provide incremental value for understanding and assessing employee silence. Copyright © 2012 John Wiley & Sons, Ltd.     

时间困境与社会舆论权威——环境管理的权威结构制衡研究

环境资源的稀缺性已经使环境资源配置日益成为引发社会问题的主要变量之一.具有(准)公共物品属性的环境资源配置不合理引发的"公地悲剧"表现在时间轴上即为"时间困境".因为激励机制不足和成本过高等,靠市场机制的产权明晰和政府的强制管理并不能有效的解决环境资源配置的"时间困境".相反,在经济高速发展态势下,目标趋同的政府和企业会在某种程度上形成联合,造成现行环境管理权威结构的失衡.由公众自发形成的社会舆论在合法性前提下,有着解除"时间困境"的内在动因和成本优势,可以发展成为环境资源配置过程的有力的监督要素.要实现环境管理权威结构的内在制衡,还需要从公众内在自觉、外在制度,以及知识协助等三方面对内外环境进行创设.     

Speaking up and moving up: How voice can enhance employees' social status

A central argument in the literature on employee voice is that speaking up at work carries image risk. Challenging this assumption, we propose that voice can in fact positively affect how employees are viewed by others, thereby enhancing their social status. Using theory on status attainment and the fundamental social perception dimensions of agency and communion, we suggest that employee voice will result in higher status evaluations by increasing the extent to which an employee is judged as confident/competent (agency) and other‐oriented/helpful (communion). We conducted a survey study and two experiments to test these hypotheses. The results supported our predictions. Employees who voiced were ascribed higher status than those who did not, and this effect was mediated by judgments of agency (in all three studies) and communion (in two studies). These results highlight the implications of voice behavior for status enhancement within organizations.     

城市噪声对校园的干扰类型与特征浅析

对阿图什市区各学校所受的周边环境噪声干扰情况进行了监测，运用声环境评价方法，将市区10所学校校园划分为清静型、扰闹型和持续吵闹型3种噪声干扰类型。分析了各类型的特征和成因，并提出防治措施。     

Voice as Entry to Agriculturalists’ Conservationist Identity: A Cultural Inventory of the Yellowstone River

We explored the communicative construction of a conservationist identity among primary producers by excavating voices of agriculturalists operating along the Yellowstone River (Montana, USA). We used a cultural inventory approach to discover and then listen to informants’ voices as they constructed their conservation identity. Those who self-identified as conservationists talked about their ecological and social responsibilities, and described challenges they faced in protecting individual resources and system processes of the watershed. For these agriculturalists, conservation and production are inextricably linked, and enable them to provide a sustainable resource base for future generations. Insight from these voices enhances understanding of what sustainability could mean to those who self-identify as both conservationists and primary producers.     

Enhancing employees' duty orientation and moral potency: Dual mechanisms linking ethical psychological climate to ethically focused proactive behaviors

Based on social cognitive theory (SCT), we develop and test a model that links ethical psychological climate to ethically focused proactive behavior (i.e., ethical voice and ethical taking charge) via two distinct mechanisms (i.e., duty orientation and moral potency). Results from multi-wave field studies conducted in the United States, Turkey, France, Vietnam, and India demonstrate that an ethical psychological climate indirectly influences employees' ethical voice and ethical taking charge behaviors through the dual mechanisms of duty orientation and moral potency. Additionally, we find that individuals' moral attentiveness strengthened these mediating processes. Together, these findings suggest that ethical psychological climate is an important antecedent of ethically focused proactive behavior by stimulating individuals' sense of duty and enhancing their moral potency, particularly when employees are already highly attuned to moral issues.